Tags Posts tagged with "ISO 9001"

ISO 9001

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Risk Management in ISO 9001 - ISOUpdate.com

Organizations today work in highly volatile market conditions and deal with a number of risks. Changing trends, new technologies, surge of social media, concerns over the environment, globalization and many other such factors have changed the way markets operate and move today. Apart from these external factors, internal team structures and dynamics, our own competencies and capabilities play an important role in determining the ability of a company to deal with the changing conditions. Understanding of all these factors, external or internal; referred to as “Context” in ISO 9001; and strategically planning measures to handle these situations are critical to the success of any company today.

The Context of a company may lead to many risks that companies face today. Consider how a complaint on social media regarding your company can go a long way to disrupt a potential client’s impression and may ruin prospects.

Your competition offering higher salaries may lead to high attrition in your own company.

Government plans to change regulations may impact the way you operate and escalate your cost.

Are you ready to deal with these situations?

Companies need to plan effective responses to these risks because if these responses are weak, unplanned or ill-timed, it may have a very dramatic effect on the future of any business.

Efficient Risk Management is important to ensure companies are ready for adverse situations and can deal with them. ISO 9001 requires that a company shall create a sound approach for handling risks and be ready for any unforeseen situations.

What is Risk as Defined in ISO 9001?

ISO defines risk as ‘effect of uncertainty on the expected result’. ISO also defines opportunities which are “Positive Side of Risk”. The context of an organization may also present a number of opportunities and should also be addressed adequately. For example, advancement in technology may make your current methods of operation obsolete and you run the risk of going out of business but it also presents an opportunity for you to venture into newer areas of business. ISO 9001 not only focuses on risks but also emphasizes on capturing opportunities and enlarging them.

How to Identify Risks and Opportunities?

Based on the context and the requirements of interested parties, a company shall determine the risks in its company. This can be done by a simple SWOT Analysis.

As per Wikipedia, SWOT analysis (or SWOT matrix) is a strategic planning technique used to help a person or organization identify strengths, weaknesses, opportunities, and threats related to business competition or project planning.

The Strengths and Weaknesses are internal (Internal Factors) to the organization.

Opportunities and Threats are external (External Factors) to the organization.

Here’s a sample SWOT analysis done by a new food joint:

The SWOT matrix points to a number of risks and opportunities. The opportunity of business growth in the age group less than 25 can be easily enhanced with the introduction of food items that this age group likes. This will also handle the risk of lower sales which the business may face of their weakness: “Lack of variety in food items”. ISO 9001 requires that you identify these risks and opportunities and address them appropriately in a timely manner.

How to Address Risks?

Once risks are identified, it is very important for an organization to address it to reduce either the probability of its occurrence and/or reduce the impact of the risk. This could be as simple as identifying actions to mitigate the risks and ensuring timely closure of the actions. However, based on the complexity and size of an organization, a detailed risk evaluation may be carried out. An organization may define a detailed risk methodology to handle risks. This methodology may involve evaluating the risk, giving it a rating to compare it against an acceptance limit and then deciding adequate response to the risk.

Risk Evaluation Methodology

There can be several risk matrixes that can be used to derive risk levels. A simple method is to evaluate risk to give a rating to risk. Below are some of the factors that could be rated:

  • Risk Impact/ Severity: Typical severity level of an outcome of risk may be rated based on the impact of risk. The impact may be high, medium, low or rated in terms of numbers on a scale (Say 1 to 10).
  • Risk Probability / Likelihood: This involves rating the probability of occurrence of the risk. These may be rated as high, medium, low or rated in terms of % of likelihood of occurrence or simply in numbers.
  • Risk Rating may be calculated by simply multiplying Probability and Impact.

Risk Rating= Probability x Impact

  • Risk Acceptance Level: Organization may establish a Risk Acceptance level. This means coming up with an acceptable limit of risk.

This risk rating may be used to establish priority in addressing identified risks and deciding on an adequate level of response to the risk.

How to control risk?

Once the risk rating and acceptance level are decided, the next step is to understand if the risks that are identified falls within the acceptable limit or not. If risk rating lies below the acceptable limit, this would mean already in place and applied controls over the risk are working well and organizations may not need any additional controls on the risk. If the risk is not adequately controlled (i.e. Risk Rating is beyond the acceptable limit), new control procedures or actions may need to be defined. Actions need to be taken on risk to:

  1. Reduce the probability of the risk occurrence (called Mitigation) and /or
  2. Reduce the impact of the risk (called Contingency)

Wherever possible, both the above actions should be taken to control risk.

Review and Monitor Risks

The risks need to be monitored and tracked on a regular basis. Monitoring risks help in understanding the effectiveness of actions planned. Once the control measures are implemented, you may need to check whether the risk is within the acceptable levels or not.

This will require revisiting the risk rating to find out if the controls applied were able to reduce the risk probability or impact. This should be done on a fixed frequency or on events like changes in process, staff, or equipment.

Conclusion

Each business operation of an organization involves risks and opportunities. The key to the success of any organization is to handle these risks and opportunities well in advance. This ensures that there are lesser surprises, better planning and quick decision making.

This, in turn, leads to higher performance and improved customer satisfaction.

Effective Risk Management is vital for the success of any organization and should be done by all levels of management and for all operations.

About the Author

ISO Global builds Quality, Safety, Environmental and Integrated management systems that are simple and easy to follow. They suit the needs of your business and support future growth. We pride ourselves on having a 100% success rate. Our unique approach has led to the successful certification of all our customers who have been able to easily maintain their system since certification.

Since our inception in 2003, we have developed and implemented management systems for hundreds of small to medium businesses across Australia in almost every industry possible. Learn more.

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What are NADCAP Special Processes for Aerospace? - ISOUpdate.com

The term ‘special processes’ was first mentioned by ISO (International Organization for Standardization), which publishes a series of international quality assurance and management standards that help organisations document, monitor and improve their quality systems. Standardized quality assurance aims to improve customer satisfaction and overall organisational performance. One of the requirements to meet these standards is a series of special processes that need validation for service and product provision. But, what are NADCAP special processes for Aerospace?

Special Processes & Aerospace

The aerospace industry has implemented its own quality standards based on ISO 9001 which contain additional requirements specific to the industry. AS9100, AS9110 and AS9120 are the International Standards for Aerospace Quality Management Systems.

In the AS9100 series of standards, special processes refer to a set of linked procedures that lead to the creation of products and services whose end results would not otherwise be measured, monitored or verified before being released to the customer. Hence, these products and services require special attention during production to ensure that they are free of defects.

NADCAP

In the aerospace industry, the National Aerospace and Defence Contractors Accreditation Programme (NADCAP) plays a major, and mandatory, role acting as an approval body of the process used and ensuring the product is correct.

The accreditation process involves specific audits based on NADCAP requirements. For a NADCAP audit to take place, a company must first be AS9100 certified.

NADCAP Special Processes & Aerospace

Since special processes include procedures that alter or change the mechanical, chemical or physical parts of products within the operation or process, they require rigorous, standard-specific practices as well as qualified personnel or employees.

Organisations must have a well-defined procedure for review and approval for both equipment and qualifications of its employees.

Aerospace companies must provide evidence that proves their ability to achieve planned or expected results. This can be done by showing and keeping records of the processes involved in creating the product. This will allow the auditor to compare the processes to the existing standard requirements or procedures.

Examples

For instance, if a certain product was produced at a temperature of 100 degrees Fahrenheit, then the same temperature should be used in observation during the audit and still produce the same product. This serves to improve and display trust in the validity of the product and the set of processes the industry follows.

Revalidation is an important aspect of special processes, especially when changes are made to a product.

Using the previous example, when a product that was initially manufactured at a temperature of 100 degrees Fahrenheit is now being manufactured at 98 degrees Fahrenheit, the company must ensure the product’s validity and functionality remains the same.

Documenting Change

A key aspect to process change is documenting the change.

When changes are made to the process of making a product, the company, with the help of an auditor must ensure the process is revalidated to ensure that the product still meets the same specifications as it did before the changes were made.

The process of revalidation also emphasises the importance of industry standards such as ISO 9001 and AS9100 especially in a highly engineered industry such as aerospace.

In conclusion, special audited processes are very important in the aerospace industry because they determine the validity of a product by ensuring companies adhere to international standards, improving and increasing the production of quality products, and customer satisfaction.

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Tips and Tricks for ISO 9001 - ISOUpdate.com

Ready to implement ISO 9001 in your organization? Here are some ISO 9001 tips that will help make the process easier, and tricks to the process to be aware of and prepare for.

Tip: Implement ISO 9001 for the Right Reason

When implementing a quality management system (QMS) for ISO 9001, management should be clear about the purpose of the QMS. If the only driver is to get on customers’ tender lists or because a competitor has already got one, it’s highly likely that the QMS will remain a set of documents for certification purposes only.

Management should aim for a QMS that will help the organization produce quality products or services, continuously improve its process, and provide confidence to customers that the organization is capable of meeting their requirements all the time.

Tip: Motivate your Workforce

In order for organizations to achieve a desired level of quality, people need to get involved. People are the essence of organizations and their full involvement is essential to implement and maintain ISO 9001.

Employees can be motivated by:

  • Ensuring that everyone knows and understands the organization’s quality policy;
  • Defining and communicating responsibilities and authorities within the organization;
  • Building the competence of employees;
  • Providing adequate infrastructure and work environment;
  • Initiating improvements, e.g. by implementing employees’ suggestions.

Trick: Only Hire a Consultant if…

If an organization’s staff does not have the time or skills to develop the QMS by themselves, a good consultant will make possible a speedy transfer of knowledge and skills. If the staff does have the time, there are enough published materials available from the web that will help staff obtain the necessary skills to develop the QMS.

Tip: Take the Necessary Time

All too often organizations are in a hurry to obtain certification and do not spend the time needed to implement the system effectively. Before applying for certification, your QMS needs to be in place and its effectiveness checked through an internal audit, followed by corrective actions on audit findings.

Trick: Define SMART Objectives

Many organizations set quality objectives that are impossible to meet. Objectives need to be specific and relevant to the process or task to which they are being applied. They also need to be measurable and achievable within the resources that can be made available in a realistic and timely manner. It’s helpful to have a start and completion date.


Tip: Go Easy with the Paperwork

Many believe that everything in the system needs to be elaborately documented. ISO 9001 only requires one quality manual, six procedures, and approximately 20 records.

Often, organizations are better off sticking to what is required and keeping those documents simple; additional procedures and records should be considered only if they add value to the system.

Tip: Set the Example

Some employees may find it difficult to change their ways of doing and may have a tendency to deviate from defined procedures. To change this, top management should ‘walk the talk’, i.e., should not allow deviations from set procedures or permit the release of materials with deviations.

Under such an approach, employees will start respecting system requirements and everyone will take account of their responsibilities for the success of the QMS.


Learn more about ISO 9001 and how to engage top-level management to ensure the success of your QMS.


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Quality

Have you ever stood staring at a range of products in a supermarket trying to make up your mind which one to buy?  They all look quite similar, but one stands out and you buy it.  Why?  It’s got a sign on the shelf and a logo on the product to tell you that it’s won an award for quality.

So you’ve just based your purchase on Quality – Your customers are making the same decision every day!

Quality is more than just finished product, it’s the processes, systems and people that are behind the product.   Quality is everybody’s responsibility.



Quality is the pursuit of excellence, striving to be the best we can and getting ahead of our competitors.  It is meeting the needs and expectations of all stakeholders – our customers, our suppliers, our staff and the community at large.

How can we ensure that we are exploiting all avenues to be the very best?  A recognized standard such as ISO 9001 certification promotes the use of quality tools in business.   The ASQ (American society for quality) estimates that for every €1 spent on a quality management system, such as ISO 9001, returns €6 in revenue, €16 in cost reduction and €3 in profit – that’s €25 for every €1 spent!

93% of organisations agree that the implementation of a quality management system such as ISO9001 was a significant driver of success and most would agree that without it they could not justify their pricing to customers.

If you are looking at ways to improve your ROI by improving your quality then consider ISO certification.   Using an expert to help you implement a quality management system will ensure ISO 9001:2015 accreditation which will in turn help you make significant improvements and lead to significant growth.

 

This post has been a guest posting from Joann O’Brian over at our friends at CG Business Consulting Ireland .



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ISO Implementation Process

Preparing for an ISO implementation process of any ISO standard can be overwhelming and stressful for organizations of any size. How an organization prepares for an ISO implementation process will depend on factors such as size and complexity of its processes, the current knowledge and culture related to the standard; i.e., quality, environmental, safety, etc; the maturity of any other existing systems related to the standard wishing to implement, and many others.

6 Tips to Facilitate the ISO Implementation Process

Despite the differences there may be between organizations, there are a few tips that will facilitate the ISO implementation process of any management system.

Know the Standard

It is essential that some personnel knows the management system’s requirements. Everyone does not need to be an expert on the requirements of the specific standard that will be implemented, but key workers need to fully know and understand all of the requirements of the standard.

Keep Everyone Informed

The implementation process is not a task of just a few chosen ones. Everyone needs to be involved in this process. Every worker needs to know what is being implemented, why is it being implemented, which are the benefits for the organization and for themselves, and how they will be involved in the process. When people are informed, they will be more open and willing to collaborate in the implementation.

Analyze the Organization’s Current Situation

Before starting to implement any ISO management system, an organization needs to know its level of compliance with the standard. This will allow the organization to understand beforehand its strengths and weaknesses regarding the ISO management system wishing to implement and estimate the time needed for implementation.

Map Your Processes

Establish and record current processes in order to know the relationships between departments and how the processes flow within the organization. This will allow organizations to plan their implementation by processes and not just by areas and departments.

Review Existing Procedures and Work Instructions

Many processes need written and documented information that will guarantee that activities are carried out in the correct manner. Organizations need to review which processes are documented and how many work instructions there are. It is not the same to develop a few documents and just review work instructions than to develop them from scratch. Organizations need to have an idea of how much time they will have to invest in developing and reviewing documents.

Review Current Training Programs

Evaluate existing training and awareness programs. Training and awareness are an important part in the implementation process and if an organization has not considered training its workers, it would be best to redefine these programs to make sure that a large percentage of workers are trained and informed about policies, procedures, regulations, etc that will be a part of their daily activities.

These are some recommendations that will help your organization prepare for the ISO implementation process of any ISO management system.

Note: Make sure that the whole organization is working for the same objectives and pulling in the same direction.

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Improving your Quality Management System is simpler than you think. By learning about ways to improve, you are already well on your way to achieving success with your organization or auditor training. Follow these 10 simple suggestions and you will see changes.

10 Simple Ways to Improve your Quality Management System

1. Commit to improvement

For any QMS to improve, it is essential that everyone is committed to seeking problems, evaluating efficiency and effectiveness of processes and implementing better and improved ideas. Management should be the first to make this commitment and if management “walks the talk” then everyone will follow.

2. Analyse and assess current QMS

Organizations need to take a closer look at their current practices in order to identify any gaps between what is being done and what should be done. This can be achieved by interviewing workers in critical control points, reviewing procedures and records and observing how processes are occurring. Any steps that are not adding value to the process, the system or the organization must be identified, removed or improved.

3. Include everyone in training programs

A QMS is not the responsibility of one person or one department. Everyone must be involved in improving the quality of products, services and processes.

Organizations should establish a training program for new employees and existing ones.  These programs should promote knowledge, produce skills and capacities and reduce resistance when implementing new ideas for improvement.

4. Define clear goals and objectives

QMS should aim at achieving specific goals. If a clear path is not drawn, there’s a risk that people will be working real hard but in different directions. Time should be spent in assuring everyone knows these goals, how they’ll be achieved, how they’re measured and periodically they should be informed of where the organization is standing in relation to these goals.

5. Use the correct key performance indicators

Organizations need to carefully select and review their KPI’s (Key Performance Indicators). KPI’s let an organization know how efficient and effective processes are, and indicate where possible problems could be. If they are not giving a real overall picture of where the organization is at regarding quality, then another look should be taken to change or improve what and how performance is being measured.

6. Listen to the suggestion

Create a system that will promote workers and customers to share improvement ideas. Many great improvement ideas come directly from the people processing a product or the people that actually use it.

7. Give credit

Giving credit to those who deserve it encourage participation throughout the organization and motivates workers by recognizing their work and their ideas. Compensation or recognition should not necessarily be monetary, a simple public recognition in working meetings to can have great effects in lifting workers morale.

8. Make the system simple

A QMS that is extremely complex and overloaded with documents is not necessarily the best one. If documents and procedures are long and complicated, it is very likely that people will never use them.

Evaluate the system and make sure that it makes sense and that it’s as simple as possible.

9. Create quality groups

Some organizations face difficulty with workers from different departments or areas that are reluctant with sharing information. By bringing together people from different areas to evaluate processes and recommend improvements, an open and more effective communication can be achieved between areas that operationally seem to be apart.

10. Have a quality attitude

In order to reach the goals that have been set, organizations need to identify and detect problems and weaknesses but they must focus on improvements. If managers are constantly focusing on failures and defects and not on how to remove or improve them, the right attitude and mindset for quality will never be achieved.

Learn how to prepare your company for the ISO Implementation Process.

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Top 10 Mistakes Made in Managing an ISO 9001 System - ISOUpdate.com

Here are some of the most common mistakes made by organizations when managing an ISO 9001 system:

Mistake 1. Top management is not committed to the ISO 9001 system.  If top management is not involved in quality, if they don’t provide the resources and mechanism to plan, control and improve their products, services and processes, ISO 9001 can not be sustained over time. It’s essential for top management to take decisions that demonstrate that quality, improvement and customer satisfaction are an important issue.



Mistake 2. Not training key personnel in ISO 9001. Not knowing what ISO 9001 is all about can be a big mistake. It is important for organizations to train key personnel (someone who has a decision-making role) in ISO 9001, in order to understand what ISO 9001 really is and what it requires. Not knowing nor understanding ISO 9001 can take organizations through a path of disappointment and despair.

Mistake 3. Not training all personnel. Everyone must receive training on the important quality aspects of the activities and processes they work in. Everyone must understand the importance of quality and how they can achieve it. The training must be consonant with their responsibilities and the activities they perform.

Mistake 4. Making the system complex. If the organization is working to keep the system alive, it is a sign that it is too complex and all the work of filling out forms and documenting procedures is not adding value to the organization. The system must be kept simple and practical, and it should focus on results and improvements, and not on documents.

Mistake 5. Not using the corrective action process properly. Organizations need to take the time to investigate their problems and involve the right people in the investigation process. Most problems are recurrent, so using the corrective action process correctly will reduce or eliminate their recurrence.

Mistake 6. Not knowing what customers want. One of the objectives of ISO 9001 is to improve or increase customer satisfaction, and if organizations do not take the time to listen to their customers, they will not be able to reach this goal. A long and complicated survey is not necessary nor recommended, just by asking a few key questions will give organizations enough information to determine and plan for changes that will aim to fulfill this goal.

Mistake 7. Rushing into the implementation process. To build a solid ISO 9001 management system takes work and time.Trying to implement the system in a short time will be counterproductive. Organizations need to take the necessary time to plan, do, check and act in order to implement a system that will improve their products, services and processes.

Mistake 8. Not having a trained and experienced internal auditor. In many cases, internal auditors lack the necessary training and experience to distinguish small details from big issues in the QMS. Auditors need to focus on the issues that will help organizations improve their processes and the system itself.

Mistake 9. Believing that what works for one organization will work for their own. Every organization is different and what may work for one, may not work for another. Organizations need to focus on their specific context in order to build and develop their management system around it.

Mistake 10. Leaving the responsibility of the QMS to one person. ISO 9001 needs to be the work of an entire organization. If people do not take ownership of the QMS, it will not work out. People need to incorporate quality in their work and activities and an outsider will not achieve that. Guidance and training is needed, but if quality is not done on a daily basis in every process then the system will never add value to the organization.



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Procedures for ISO 9001:2015

ISO 9001:2015 does not identify any required documented procedures, at least not as it was required in the 2008 version of the standard. The new standard refers to requirements of “documented information” and in the clause 7.5 it states that:

The organization’s quality management system must include:

  1. Documented information required by this International Standard;
  2. Documented information determined by the organization as being necessary for the effectiveness of the quality management system.



Throughout the new version of the standard, there are a number of references for organizations to maintain and retain documented information. It can be inferred that where the standard states that the organization is required to maintain documented information sufficient to support the operation of processes it is implying the need of documented procedures.

The specific procedures required for the quality management system will depend on the organization itself. The standard also states that:

The extent of documented information for a quality management system can differ from one organization to another due to the:

  1. Size of organization and its type of activities, processes, products, and services;
  2. Complexity of processes and their interactions;
  3. Competence of persons

Each organization will need to identify which procedures are essential for the correct operation of their processes in order determine which ones they’ll need to create. If an organization does not have any documented procedures, it will need to demonstrate how people know what to do and show acceptable evidence to support that their processes are carried out effectively without them.

Organizations that have already implemented ISO 9001 will not need to throw away the procedures that are in place. If these procedures serve as a useful tool within the organization, they should be maintained. However, the new standard presents an opportunity for organizations to take a second look at the procedures that are part of their management system in order to determine which add value to the system and which don’t.

Organizations wishing to be certified with ISO 9001:2015 must meet all of the requirements within a standard, including those regarding documented information, and they must be able to show evidence that they have all the necessary procedures in place.



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Difference Between Stage 1 & Stage 2 Audits - ISOUpdate.com

Small and large organizations recognize that the implementation of an ISO 9001 quality management system (QMS) in their processes gives them a competitive value. However, the task of implementing and successfully obtaining the certification requires time and money. Therefore, a popular question when deciding to implement is “What is the Cost to Implement ISO 9001?”

2 Costs of Implementing ISO 9001

There are 2 kinds of costs associated with the implementation of ISO 9001

These are:

  1. The costs for the implementation.
  2. The costs for the certification.



Costs of Implementing ISO 9001

In order to effectively estimate the cost for implementation, an organization will have to go through a gap analysis or assessment.

However, there are 3 main factors that an organization should take into account when estimating cost:

  1. The size and complexity of the organization. Is it a small single location organization? or is it a large company  with processes such as design, manufacture, installation, test, etc.?
  2. The type of quality system that is currently in use. Does it have a structured and disciplined system in place? Is the system documented, and how well?
  3. The time that staff and other members of the organization have to devote to the project. Will the organization create everything with its current members? Will it hire someone to guide them? Or, will it hire an ISO consultant to complete the entire process?

The major cost items that every organization needs to consider when implementing ISO 9001 are:

  • Training managers to get them to understand the requirements of ISO 9001
  • Assessment of current quality control practices and creating additional testing facilities routine if necessary
  • Renew the workspace, equipment, machines, public services, supporting facilities, etc, if necessary
  • Review and revamping arrangements for the handling and storage of raw materials, semi-finished and finished products, as appropriate necessary and safe
  • Review existing procedures / practices and listing of new procedures, checklists and records to be prepared
  • Development of QMS related documents
  • Conduct outreach activities of everyone who has roles and responsibilities for implementing the QMS
  • The various expenses such as word processing, stationery and other supplies necessary for the production of manuals, procedures and the like

Costs of ISO 9001 Certification

Regarding the cost of initial certification and costs associated with maintaining certification the main cost items are:

  • Registration and certification fee payable to the certification for a period of three years
  • Fees for the two-stage audit visit nominated by the certification body
  • Audit Committees regularly monitored by the certification agency nominated
  • Travel, accommodation and meals for auditor(s) of certification

The implementation and consequent maintenance of a QMS based on ISO 9001 is an investment of time and money for any organization. The success of the system will rely mainly in the commitment of all its members, especially on how senior management is committed to making ISO 9001 an effective tool to integrate their processes, continuously improve their QMS, and satisfy their customer’s expectations.



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How to Prepare for a Successful ISO 9001:2015 Audit - ISOUpdate.com

No matter how many audits someone has gone through, knowing that someone will be auditing your work always generates some tension and anxiety. Here are some recommendations from The Registrar Company, a North American Certification Body with over 20 years of auditing experience, to help your organization prepare for a successful ISO 9001:2015 audit.

Prepare Employees

  • Quality Policy – Review the quality policy, refresh it if needed, and make sure everyone understands it. There is no need for workers to memorize the policy, but they should have a clear understanding of what the organization has committed to in terms of quality.
  • Quality Objectives – Workers should know what the organization’s quality objectives are and how they themselves contribute to achieving them. Employees should know and be able to explain how their day to day activities can influence these objectives.
  • Training – Ensure that everyone has been properly trained to perform their tasks.
  • Documented Information – Make sure everyone knows where to find current copies of procedures, work instructions, and forms that are relevant to their position.
  • Audit Schedule – Let everyone know the scope of the audit, when they will be audited, and what the auditor may be checking in their areas.
  • Interviews – Workers should have the confidence to answer what they know, and have the same confidence to say ‘’I don’t know” when they are not sure how to respond during an audit.

Review Documented Information

  • Make sure document and record listings are up-to-date.
  • Check that all documents have been reviewed, approved, communicated, and followed by everyone involved in the process or activity.
  • Ensure obsolete documents have been removed from circulation and are no longer in use.
  • Verify that all records are being used correctly.

Ensure all Processes are Being Performed Correctly

  • Make sure that all procedures (whether they are documented or not) are being followed.
  • Ensure that critical processes are being performed in the same way (the correct way) by everyone.

Review Corrective Action Process

  • Review the findings from previous audits and make sure they have been addressed.
  • All non-conformities must be properly recorded, investigated, and actions need to be in place or concluded by the time of the audit.
  • Corrective actions that have been executed and closed should also have been verified for effectiveness.

Organize the Workplace

  • It is difficult for quality control and assurance to take place in an untidy, dirty, or unorganized workplace. Take time to organize the workplace (offices, desks, warehouse, workshop floor, etc.).
  • Make sure records, forms, procedures, and any relevant documents are on-hand or easy to access.

Practice Positivity and Professionalism

  • Make a good first impression – treat auditors professionally and with respect.
  • Do not be predisposed. Auditors are not enemies, they are there to establish conformance and to help your organization uncover any weaknesses so that you can take the necessary actions to improve.

TRC is internationally recognized and trusted. With a large network of auditors, TRC is an international certification body with local benefits. With dedicated Client Services Managers and family-owned and entrepreneurial values, our clients are family. We take the time to understand your business and your unique needs. TRC audits are more than a checklist, we highlight your corporate strengths, and find opportunities for improved processes to ensure you stay competitive and thriving. TRC works with you to ensure minimal disruptions so you receive the highest benefits from the auditing process.